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theorized that if management could better assess the changes in employee behaviours associated with this management style, the cost-benefit analysis associated with its implementation could bemore accurately measured and potentially lead to increased use improving conditions for nurses, patients and the healthcare industry.Research QuestionThe question raised is, if nurses are provided with an empowering environment through transformational leadership styles are they more likely to participate in professional developmentand workplace engagement behaviours which are measurable by management? AimThis study will attempt to further quantify workplace engagement measurement by examining behaviours representative of professional engagement and examining any correlation between the frequency of these behaviours, personal sense of engagement and transformational leadership exposure.Key wordsThe key words for this proposed study would include empowerment, workplace
Nurse Empowerment 4engagement, transformational nursing leadership, and job satisfaction. Literature ReviewA search of peer-reviewed nursing journals on CINHAL yielded numerous studies which examined the relationship between leadership qualities and various dependent variables. Two of these studies are chosen for review here. The first explores the relationship between leadership and the dependent variable of job satisfaction. This study conducted by Cummings et al. (2008) focused on Canadian oncology work environments. The study’s goal of developing a theoretical model of work environment factors which affected job satisfaction was accomplished using a prospective, longitudinal, descriptive research design. Surveys, which were developed to measure work environment characteristics using the Nursing Work Index-Revised (NWI-R), were distributed to a convenience sample of 515 oncology nurses. The theoretical model was tested using the survey results and after modifications, was deemed to be an acceptable fit. The model and the results of the NWI-R survey revealed that relational leadership and positive relationships among nurses, mangers and physicians as well as a sense of autonomy over patient care decisions all had positive correlation with job satisfaction (Cummings et al., 2008).The second article chosen presents a study by Greco, Laschinger and Wong (2006) whichexamined the relationship between leader behaviours and nurse empowerment, engagement and burnout. The study used Kanter’s theory of structural power as its theoretical framework and the authors developed a model which integrated this organization empowerment theory with a theoryof work engagement and a theory of leader empowering behaviour in an effort to present a hypothesis that leadership empowering behaviours leads to higher levels of engagement and lower levels of burnout. A cross-sectional correlational study using questionnaires to measure leadership empowering behaviours, structural empowerment levels, areas of worklife ratings andemotional exhaustion levels was implemented. These surveys were distributed to a random